Balancing a nursing staff with a variety of expertise and personalities can be quite a challenge for nurse executives. Expert nurses on staff may not be receptive to being leaders or setting examples for novice nurses and novice nurses may not be receptive to the leading expert nurses have to offer. The changes in the healthcare realm are different between generations; each generation has developed a different way of thinking or applying concepts in today’s workforce. It is not that either is correct or incorrect, but each generation’s perceptions of how to reach the end results can differ because each generation has different needs from the other (Hakvoort, et.al., 2022). Nurse executive leaders must demonstrate strong leadership capabilities in creating a sustainable work environment where the staff of multi-generations feels empowered and respected and facilitate cohesively working together to bring out the positives of each. Finding ways to blend the multifaceted attitudes and personalities of nursing staff can help in decreasing tension and increase nurse retention. Nurse mentoring can bridge the gap between generations, increasing job satisfaction and lowering the risk of turnovers by giving novice nurses a “sense of belonging” (Mulkey & Casey, 2021) and a valuable contribution to providing care to patients. Developing educational opportunities for interactive team building can benefit staff collaboration. In a study published by Lysette Hakvoort, et.al., (2022), integrative professional development is facilitated by interventional programs that address the needs of new graduate nurses and reflect structural empowerment in the organization. Structural empowerment through these programs where novice nurses engage in shared decision-making with expert nurses with positive feedback improves job satisfaction and turnover rates (Hakvoort, et.al., 2022). Additionally, creating work environments that facilitate effective communication between generations through creativity eliminates the fear of failure or punishment so the skills needed to translate knowledge into practice and expand professional development is successful.
1. Answer the following in ONE paragraph in regards to the above post: Consider your peers’ retention and professional-development practice suggestions and whether these suggestions can capitalize on generational differences to enhance staff performance. Several nurses are concerned that they are being discriminated against because of their sexual orientation or ethnicity, in addition to conflicts caused by generational differences among the team. In responding to the conflict management practices identified in your peers’ original posts, consider if additional management practices should be implemented to address diversity in the workplace.
Nurse leaders must have a high level of awareness of the potential benefits and challenges of a multigenerational nursing workforce. The challenges in the hiring and training of nurses across different generations stem from differing values and beliefs across generations, impacting how certain generations work ethic, learning and communication style and practice (Pawlak et al., 2022). For example, millennials are quick to adapt to new technology since growing up during the evolution of technology (Avant, 2019). On the other hand, older generations such as baby boomers may have a strong work ethic but may find it more difficult to integrate new technology (Avant, 2019). Therefore, nurse leaders must account for additional training and time for older nurses to use electronic medical records or other tools. To appeal to nurses across multiple generations, nurse leaders should utilize retention and professional development practices that recognize and accommodate generational differences. Offering flexible scheduling options and work-life balance can appeal to staff across all seasons of life. For example, the flexibility of variable schedules or part-time hours can be appealing to staff whether as a caregiver to a new child, or caregiver to a parent, or a nurse seeking a phased approach to retirement. Additionally, implementing a mentorship program (Pawlak, Serafin & Czarkowska-Pączek, 2022) can bridge the gap between generations. During one of my nursing assistant jobs, the nurse manager utilized this approach for new hires during the training process and throughout employment as it fostered cross-generational relationships. Techniques to resolve or minimize generational conflicts to build an effective team include effective communication, building trust and establishing teamwork towards common goals (Pawlak, Serafin & Czarkowska-Pączek, 2022). Nursing staff should be encouraged to share experiences and perspectives to promote understanding and appreciation intergenerationally. Staff should also be provided with education to bring awareness of strengths of each generation (Boatman, n.d.). An example of a strategy to promote multigenerational team building includes cross-generational mentoring, previously described above. I would further build off this to cultivate team building on a larger scale by encouraging participation in social activities outside the workplace to promote intergenerational interaction and relationship building.
2. Answer the following in ONE paragraph in regards to the above post: Consider your peers’ retention and professional-development practice suggestions and whether these suggestions can capitalize on generational differences to enhance staff performance. Several nurses are concerned that they are being discriminated against because of their sexual orientation or ethnicity, in addition to conflicts caused by generational differences among the team. In responding to the conflict management practices identified in your peers’ original posts, consider if additional management practices should be implemented to address diversity in the workplace.
